Management control in Central and Eastern European subsidiaries

✍ Scribed by Barbara Brenner

• Publisher: Palgrave Macmillan
• Year: 2009
• Tongue: English
• Leaves: 321
• Category: Library

✦ Synopsis

How can Multinational Corporations effectively manage and control their subsidiaries in transition countries? This empirical study on 40 MNCs operating in Central and Eastern Europe provides insights onto how the transition context and the culture of the region impact the choice and effectiveness of Headquarters control in subsidiaries.

✦ Table of Contents

Cover......Page 1
Contents......Page 6
List of Figures......Page 10
List of Tables......Page 12
List of Abbreviations......Page 14
1 Introduction: Problem, Relevance and Research Question......Page 16
2.1 Defining ‘management control’......Page 21
2.2 The fundamentals of management control......Page 25
2.2.1 Classification of control mechanisms......Page 29
2.3 Management control in multinational corporations......Page 44
2.3.1 Strategy determines organizational design and type of control......Page 45
2.4 Synthesis: strategy, control mechanisms and control extent......Page 48
3 Literature Review of Current Studies on Management Control in MNCs......Page 54
3.1 Factors influencing management control......Page 56
3.1.1 Environmental context......Page 57
3.1.2 Organizational context......Page 64
3.1.3 Culture......Page 67
3.1.4 Moderators......Page 84
3.1.5 Interaction of strategy, power and interdependence......Page 91
3.2 Discussion......Page 93
3.3 A comprehensive model of management control fit......Page 96
4 Cultural Research on Central and Eastern Europe......Page 100
4.1 The aftermath of communism......Page 106
5 Method......Page 107
5.1 Semi-structured interview......Page 109
5.1.1 Potential sources of bias and ways of dealing with it......Page 112
5.2 Qualitative content analysis......Page 116
5.2.1 Validity and reliability......Page 119
5.3 Rationale for chosen methodology......Page 120
6 Sample......Page 123
7.1.1 Motives for market entry......Page 130
7.1.2 Market entry mode......Page 132
7.2 Management control types in MNC headquarters......Page 134
7.2.1 Explicit MNC control......Page 135
7.2.2 Implicit MNC control......Page 164
7.2.3 Communication HQ-subsidiary......Page 182
7.2.4 Conclusion: extent and types of control classified......Page 183
7.3 Contingencies: the political and economic framework in CEE......Page 189
7.3.1 Political risk......Page 191
7.3.2 Economic and firm level risk......Page 194
7.4 Culture......Page 203
7.4.1 Some CEE-wide parallels in cultural perceptions based on communism......Page 204
7.4.2 Moderators......Page 224
7.4.3 Propositions and managerial implications......Page 247
8.1 Conclusion: cultural differences, contingencies, moderators and management control in MNCs......Page 251
8.2 Directions for future research......Page 254
8.3 Discussion......Page 255
8.4.1 Determinants of effective management control and business success in CEE......Page 257
8.4.3 Strategic success factors for implementing management control......Page 261
9.1 Key findings on a glimpse......Page 277
9.2 Summary......Page 280
9.3 Culture, contingencies and MNC management control in CEE......Page 282
9.5 Contingencies......Page 283
9.7 Conclusion......Page 284
9.8 The management challenge......Page 285
Appendix......Page 286
Bibliography......Page 291
C......Page 318
H......Page 319
R......Page 320
Z......Page 321